In a rapidly globalising world, expatriate assignments are becoming more numerous and more significant. However, a significant percentage of expatriate assignments fail. The consequences of a failed expatriate assignment are important not only for the individual employee but also for their employer, their family, colleagues within their organisation and in the host country and other stakeholders. This paper is based on the author's research into the expatriate experiences of Australian former and current expatriate workers from 35 organisations from the private, government and non-government sectors. 89 in-depth interviews were conducted including the aforementioned expatriate workers, cross-cultural trainers, representatives of peak industry bodies and individuals from the managerial and administrative departments of the organisations responsible for the selection, training, in-country support and repatriation processes for expatriate employees. A number of clearly identifiable factors emerged that impacted on the likelihood of success or failure of an individual's overseas assignment. This paper deals with those factors and concludes by presenting some strategies for organisations and individuals to adopt to maximise the likelihood of a successful expatriate process.
|Keywords:||Cross-Cultural, Cross-Cultural Awareness, Cross-Cultural Training, Expatriation, Repatriation, Human Resource Practices and Policies, Workplace Training, Cross-Cultural Competence, Intercultural Competence, Expatriate Adjustment|
Researcher, Education Faculty, Cross-Cultural and Global Mobility Consultant, Australia
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